Quotes About Trust

Trust is the foundation of teamwork. • On a team, trust is all about vulnerability, which is difficult for most people. • Building trust takes time, but the process can be greatly accelerated. • Like a good marriage, trust on a team is never complete; it must be maintained over time.

When people who don't trust one another engage in passionate debate, they are trying to win the argument. They aren't usually listening to the other person's ideas and then reconsidering their point of view; they're figuring out how to manipulate the conversation to get what they want.

Peer pressure and the distaste for letting down a colleague will motivate a team player more than any fear of authoritative punishment or rebuke.

Because when a team recovers from an incident of destructive conflict, it builds confidence that it can survive such an event, which in turn builds trust.

The most important challenge of building a team where people hold one another accountable is overcoming the understandable hesitance of human beings to give one another critical feedback.

Like a good marriage, trust on a team is never complete; it must be maintained over time

Truth lies at the heart of a functioning, cohesive team. Without it, teamwork is all but impossible

Another way to understand this model is to take the opposite approach—a positive one—and imagine how members of truly cohesive teams behave: They trust one another. They engage in unfiltered conflict around ideas. They commit to decisions and plans of action. They hold one another accountable for delivering against those plans. They focus on the achievement of collective results.

During the next two weeks I am going to be pretty intolerant of behavior that demonstrates an absence of trust, or a focus on individual ego. I will be encouraging conflict, driving for clear commitments, and expecting all of you to hold each other accountable. I will be calling out bad behavior when I see it, and I'd like to see you doing the same. We don't have time to waste.

la primera disfunción: la ausencia de confianza. Se

It's not that they go out of their way to tick off their clients. It's just that they're so focused on saying and doing whatever is in the best interests of those clients that they stop worrying about the repercussions. They make themselves completely vulnerable, or naked, and don't try to protect themselves.

humble self- confidence.

It's all about standing there naked in front of the client. It's about building trust. And in the end, that means the client trusts them and takes care of them.

organizational clarity allows a company to delegate more effectively and empower its employees with a true sense of confidence.

So you have to be confident enough to do something that is potentially client-threatening." It

Trust is not the same as assuming everyone is on the same page as you & that they don't need to be pushed. Trust is knowing that when a team member does push you, they're doing it because they care about the team.

First, we go figure out how to recognize a real team player, the kind of person who can easily build trust, engage in healthy conflict, make real commitments, hold people accountable, and focus on the team's results. Then, we stop hiring people who can't. Finally, we help the people who are acting like jackasses change their ways or move on to different companies.

The idea is that your clients are looking for good suggestions, and they don't mind sifting through some not-so-good ones as long as they're offered with good intentions and with no ego attached.

Regardless of what position people originally took, once the decision is made, everyone supports it. That's why it is critical that no one hold anything back during the discussion.

What clients want more than anything is to know that we're more interested in helping them than we are in maintaining our revenue source. And

Within companies that effectively over-communicate, employees at all levels and in all departments understand what the organization is about and how they contribute to its success. They don't spend time speculating on what executives are really thinking, and they don't look for hidden messages among the information they receive.

Trust] requires team members to make themselves vulnerable to one another, and be confident that their respective vulnerabilities will not be used against them.

Trust is the foundation of real teamwork. And so the first dysfunction is a failure on the part of team members to understand and open up to one another.

The most important action that a leader must take to encourage the building of trust on a team is to demonstrate vulnerability first.